...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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...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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...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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...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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...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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...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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...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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...Leading & Managing Individuals 2015 GabbyMaggie WGU – JFT Task 1 3/10/2015 Bill Bailey William Bailey, the current chairman of the board at the opera, must decide if it is in the best interest of the opera to merge with the Utah Symphony. Mr. Bailey expressed concern about the financial status of the opera versus the financial status of the symphony. The opera had a ‘reserve fund’ and a business model that afforded the opera the flexibility to cancel projects that did not meet its fundraising goals whereas the symphony did not have that ability. In addition, Mr. Bailey was concerned that the opera would lose its identity if it merged with the symphony. These were his primary concerns at the onset of the merger talks. If Mr. Bailey felt strongly enough and wanted to deter the merger from taking place he could employ the Adam’s equity theory. The Adam’s equity theory was developed by behavioral psychologist John S. Adams in the 1960’s. Adams theorized that an employees’ perception of fairness is either going to motivate them or de-motivate them. If an employee believes that their incomes and outcomes differ from others, then they become less motivated and their performance suffers. [ (Lockwood, Anderson, Fiester, & Sommers, 2010) ]. Some of the inputs for which the employee would expect a fair return would be education and training, skill level, creativity, seniority, effort expended, flexibility, and loyalty. Some of the outcomes are salary...
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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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...the directions which people embrace with respect to the outcomes. Expectancy (performance) is the different “expectations and levels of confidence about what they are capable of doing.” (Vroom's Expectancy Theory, n.d.) Instrumentality (belief) refers to the “perception of employees whether they will actually receive what they desire, even if it has been promised by a manager – the perceived link between first order and second order outcomes.” (Vroom's Expectancy Theory, n.d.) In using this theory, the reward for the Utah opera would be to remain financially stable during the downturn of the economy and less public/private donations coming in. The expectancy in this is whether they choose to support or oppose the merger with the Utah Symphony, which is looking to strengthen their finances with a merger with the opera, though in theory this would strengthen the bottom line of both organizations. The instrumentality in this theory is for the opera to continue to have success. In using this theory, Baily is going to have to emphasize that each organization has different financial considerations. The Utah Opera’s model allows for a very flexible performance schedule, and the cash flow of the organization is very healthy as well. The Opera is able to scrap...
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...concerns; the opera’s financially stable model against the symphony’s more volatile model, and the possibility of becoming a tier one arts organization versus the risk of losing the opera’s identity to the larger symphony persona. (Delong & Ager, 2005) Bill needs to utilize Vroom’s Expectancy Theory of Motivation. Vroom’s Theory maintains that “people are motivated to behave in ways that produce valued outcomes” (Kreitner 2013) Expectancy, instrumentality, and valence are all dependent upon the outcome of a given situation, and how the outcome is received, perceived, and anticipated. Bailey can apply these concepts by informing the trustees what they can expect from the merger. Despite their two primary concerns, Bailey can assuage them by explaining the first two of Vroom’s factors which impact employee perceptions: 1. Self-esteem 2. Self-efficacy These two factors will play especially well to those in leadership positions, such as a Board of Trustees. People in those positions typically have high levels of each and are confident in their ability to lead and succeed. The fact that the opera has a reserve fund and great financial flexibility should be a positive, rather than a negative for the trustees. Bailey can explain that through the opera’s leadership, the symphony can also become financially stronger. BY appealing to the board’s likely high level of self-efficacy, or the belief in one’s ability to achieve and succeed, Bailey can overcome the financial concerns. Likewise...
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...Organizational Management JFT2 Task 1 Utah Organizational Management JFT2, Task 1: Utah Symphony & Utah Opera Proposed Merger Analysis Utah Symphony & Utah Opera Proposed Merger Analysis In 2002, a proposal was made to merge the Utah Symphony and Utah Opera due to the failing economy, collapsing of the stock market, declining government financial support, and a waning of donations for the arts. The proposed merger would help both organizations by economizing on costs and expanding the artistic potential of both organizations. Each of the organizations need to support the decision in order for the merger to be successful. A1. Bill Bailey and McClelland’s Need Theory Bill Bailey, chairman of the board for the Utah Opera, can apply McClelland’s need theory to convince the other Utah Opera board members to support the Utah Opera and Utah Symphony merger. McClelland’s need theory is based on three needs: the need for achievement, the need for affiliation, and the need for power. Mr. Bailey sees a need for achievement (the ability to accomplish something difficult) both for himself and for the Utah Opera (Kreitner & Kinicki, 2013). For the Utah Opera, Bailey sees continued success and growth as its need for achievement. The merger also presents Bailey with an opportunity to personally achieve a difficult task—a merger that is quite rare in the arts world. If Bailey can effectively aide in the successful merger of the two organizations, he can help the Utah Opera...
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...classification essay www.slideshare.net/gulerek/classification-essay11 May 2011 – CLASSIFICATION ESSAY UNIT-2. ... The History of Human Expression; Music & Dance; 0748970 Music&Dance; Top 10 benefits of music to ... Classification/Division:genres of music(group essay) - charissacomp sites.google.com/site/charissacomp/alternatice-music-group-essayMusic is something we hear everyday. Whether it be from our own ipods, in our cars, or background music to our lives. A song exists for almost every emotion ... Classification Essay on Music Fans - Essays - Jdzzz13 www.studymode.com › Essays › EntertainmentMusic has been around for hundreds of years, and along with it have always come music lovers. Throughout the years the world has seen music evolve from a ... Classification Essay Music Genre Free Essays 1 - 20 www.studymode.com/.../classification-essay-music-genre-page1.html20+ items – Free Essays on Classification Essay Music Genre for students. Classification Of Music Division/Classification Essay Essentially, a comic ... Classification Essay Trish Classification Essay Mrs. Wilson ENGL 1114 2 ... Music Classification - College Essay - Hyadams79 www.termpaperwarehouse.com/essay-on/Music-Classification/6521528 Mar 2012 – Music Classification. Music Composition Music can set the atmosphere for any situation. The key however, is the type of music and its ... What do you think of my classification essay so far? - Yahoo! Answers answers.yahoo.com/question/index?qid=20080917224512AAkJmnA ...
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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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