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 culture also puts more emphasis on monitoring people and processes. The symphony shows these qualities in their culture. The symphony is presently classified as a Group II, but the director is attempting to turn it into a Group I symphony. The symphony is made more stable by the fact that the musicians are unionized, and the organization is slow to change. The symphony is also more budget