...JFT TASK 2 Tim Smith ID # 000416925 A1. UTAH SYMPHONY STRENGTHS & WEAKNESSES Leadership Strengths Maurice Abravanel: The Utah Symphony has a legacy of being a renowned, world-class organization that was started by Maurice Abravanel. He served for 32 years as the music director and through strong leadership transformed a part-time community ensemble into the nationally recognized, year-round organization it is today. (Delong & Ager, 2005) Keith Lockhart: The legacy has continued under the leadership of Keith Lockhart. Mr. Lockhart has expanded the symphony’s national involvement and increased the performance schedule to over 200 shows per year. The quality and success of the symphony is largely due to the high caliber of musicians that it has been able to attract and retain. This was accomplished in part through its leaders securing full-time professional status and full-time salaries for the musicians. (Delong & Ager, 2005) Leadership Weaknesses Protecting Musicians: Ironically, the musicians that are responsible for the high quality performances of the Utah Symphony, are also a cause of concern for the organizations survival. Mr. Abravanel was known for defending the musicians and fighting for their compensation. This has lead to the symphony becoming financially unstable in a faltering economy. (Delong & Ager, 2005) Unionization: The musicians are represented by the Amreican Federation of Musicians (AF of M) in their contract negotiations. This...
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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 Financial weakness: The Utah Symphony’s goal is to become stable financially stable through the raising of sufficient annual profitable. The Symphony relies too heavily on government grants. The performance revenue is only 18.5% more than government grants. Moreover, contributions are 14% higher than performance revenue, which means that the symphony relies too heavily on contributions and not enough on tickets sales. The program expenses are $10,447,384 and are significantly high, which include salaries, benefits, and taxes. It is 60% of the total expenses. The expenses are too high, without enough revenue to keep it going. Without the aid of grants and contributions, the symphony would not be sustained. The symphony is not sustainable without contributions and government grants. Furthermore, there is $1,164,026 in bad debt expense from pledged dollars that were not paid. Unfortunately, this is potential income cannot be used to pay for the organizations expenses. The...
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...Joint Task Force Wolverine (U). 1. References: Ref A, DOD Message R 211700 OCT 02, Subject: Supplementary guidance for proposed public affair guidance (PPAG). Ref B, Department of Defense (DoD) Instruction 5405.3 Development of Proposed Public Affairs Guidance (PPAG). Ref C, PAQC Phase 2 Overview 150930 SEP 12. Ref D, USCENTCOM Warning Order for JTF Wolverine OEF Rotation, DTG 310930 JAN 13 2. Background: IAW Ref D, As part of the ongoing support of the Afghan Government and in order to maintain effective troop levels in theater, Combined Joint Task Force – 1 (CJTF-1) will be redeployed to home station and replaced by selected elements of Joint Task Force (JTF) Wolverine. This transfer of authority involves several combat brigades, headquarters elements, combat support and combat service support units, approximately 46,000 service members. The scheduled rotation for these forces will begin within the next few months. This rotation marks a return to 2009 troop levels before the increase initiated by President Obama raised the number of U.S. troops in Afghanistan to over 100,000. Once this rotation is complete, about 68,000 troops will remain in the country. This level of commitment demonstrates continued U.S. support to the Islamic Republic of Afghanistan, yet it is flexible and adaptable in order to meet the evolving requirements for the successful completion of the mission in Afghanistan. Upon deployment, JTF Wolverine will be re-designated as Combined Joint Task Force...
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...JFT Task 1 Lisa R. Green A1. Bill Bailey Inspiration is the mental fortitude that drives one to succeed at a targeted objective. Inspiration is derived socially, behaviorally, and physiologically. Mr. Baily can employ a goal setting theory during the proposed merger between the Utah Symphony and the Utah Opera. Edwin Locke, who is a leading authority on the goal setting theory, along with his associates defines a goal as what an individual is trying to accomplish. (Kreitner & Kinicki, 2010) Goal setting has four motivational characteristics which are the following: 1. Goals direct attention- Goals direct one’s action toward objective relevant activities instead of activities that would delay you from reaching your goal. Goals force you to set priorities. 2. Goals regulate effort- Goals force us to meet deadlines and at accordingly within time frames established. 3. Goals increase persistence- Goals motivate people to work harder and pay more attention to the objective ahead. Goals encourage acting according to priorities set. 4. Goals foster the development and application of task strategies and action plans- Goals encourage you to make decisions, plans, and priorities based on meeting certain established objectives. . (Kreitner & Kinicki, 2010) Mr. Baily can view the merger as a goal and persuade the remaining representatives that the merger will have a positive end result rather than a negative one. Mr. Baily needs to put a specific...
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...containing Familiar Foreign Words and Phrases and Abbreviations in Common use. FIFTEENTH EDITION Thoroughly Revised,Improved,Enlarged and Illustrated PRICE 3 RUPESS ALLAHABAD RAM NARAIN LAL PUBLISHER AND BOOKSELLER 1936 ISCII text of dictionary taken from from TDIL's ftp: anu.tdil.gov.in pub dict site I N 1.m I Pron 1.m a Det 1.ek, abatement N abbey N 1.kmF, GVtF, GVAv, mdApn, b A, 2. yAg, smAE ag jF vZmAlA kA Tm a"r tTA -vr, 2. tk m phlA kESpt pzq vA -tAv , aback Adv 1.acAnk, ekAek, 2.pFC abandon VT 1.CoX nA, yAg nA, yAgnA, tjnA, d d 2.EbnA aAj^ nA nOkrF CoXnA, apn ko drAcAr aAEd m CoX nA, d , nA d d abandoned A 1.CoXA h,aA, Enjn -TAn , 2.EbgXA h,aA, iEdy lolp, lMpV, drAcArF, aAvArA , , abandonment N 1.pZ yAg, sMpZ aA mo sg, EbSkl CoX nA d , abate VI 1.km honA, GVnA, DFmA honA abate VT 1.km krnA, GVAnA, DFmA krnA, m@ym krnA, rok nA, smA krnA d 1 1.IsAiyo kA mW, gz\ArA, kVF, mW, , , 2.mht aADFn sADao kF mXlF k , abbot N 1.mht, mWDArF, mWAEDkArF abbreviate VT 1.km krnA, s" krnA, CoVA krnA, p sAr EnkAlnA abbreviation N 1.s" , GVAv, sAr, lG,!p, skt, p 2.sE" pd yAf, fNd yA pd kA lG!p ^ , abdicate VTI 1.-vQCA s CoXnA, yAg krnA, tjnA, pd yAg krnA abdication N 1.pd yAg abdomen N 1.X, V, k"F, udr p p , abdominal A 1.udr sMbDF, V kA p abduct VI 1.BgA l jAnA, EnkAl l jAnA, bhkA l jAnA abduction N 1.EksF ko PslA yA DmkA kr BgA l jAnA, , DokA kr EnkAl, l jAnA, blA kAr hrZ, aphrZ d abed Adv 1.EbCOn pr, fyA pr, EbCOn...
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...Massachusetts Institute of Technology, 1996 Submitted to the Alfred P. Sloan School of Management in partial fulfillment of the requirement for the degree of Doctor of Philosophy in Management at the Massachusetts Institute of Technology February 1999 Copyright © Massachusetts Institute of Technology, 1999. All rights reserved. Signature of Author _____________________________________________________ Alfred P. Sloan School of Management January 26, 1999 Certified by ____________________________________________________________ Stephen C. Graves Abraham J. Siegel Professor of Management Co-director, Leaders for Manufacturing Program Accepted by ___________________________________________________________ This page intentionally left blank 2 TWO PAPERS IN SUPPLY CHAIN DESIGN: SUPPLY CHAIN CONFIGURATION AND PART SELECTION IN MULTIGENERATION PRODUCTS Abstract by Sean Peter Willems Submitted to the Alfred P. Sloan School of Management on January 26, 1999 in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy in Management Increasing competitive pressures are forcing companies to increase their rates of innovation. The increasing rate of innovation shortens each product’s duration in the market, thereby compressing each product’s life cycle. Without proper management, increasing product turnover will increase design and manufacturing costs. More frequent product development cycles require additional product development resources. Shorter production runs...
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...Web Video Texts Audio Projects About Account TVNews OpenLibrary | | | | Home | American Libraries | Canadian Libraries | Universal Library | Community Texts | Project Gutenberg | Children's Library | Biodiversity Heritage Library | Additional Collections | Search: Advanced Search | Anonymous User (login or join us) | Upload | Full text of "Natya Shastra of Bharata Muni Volume 1"THE NATYASASTRA A Treatise on Hindu Dramaturgy and Histrionics Ascribed to B ii A R A T A - M r X I Vol. I. ( Chapters I-XXVII ) Completely translated jor the jirst tune from the original Sanskrit tuttri «u Introduction and Various Notes M .U'OMOH A N liHOS H M.A., Pn. I). <OaU 2 Viu i95y CALCUTTA THE RoyiL ISIAJtC SOCIETY OF BENGAL Dedicated to the memory of thom great scholars of India. and the West mho by their indefatigable study and. ingenious interpretation of her Religion, Philosophy, Literature and Arts, have demon- strated the high ealiie of India- s culture to the World at large and ham helped her towa.nls a reawakening and political alteration., and who by their discovery of the Universal aspect of this culture have made patent India's spiritual kinship with the other ancient nations of the World and ham paved the way for an ultimate triumph of Internationalism. PREFACE The preparation 'of an annotated English translation of the Natya&stra entrusted...
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