Presenter Notes

Slide 1 – Introduction Slide 2 – Explain the competing values framework:
Used in the completion of a cultural assessment of an organization. The horizontal dimension maps the degree to which the organization focuses inwards or outwards (Cameron, 1999). To the left, attention is primarily inwards. To the right, it is outwards. The vertical axis determines the decision-maker. At the lower end, control is with management. The upper end indicates control with employees who have been empowered to decide for themselves (Cameron, 1999).
4 hierarchies explained:
Hierarchy –
1. Traditional approach to structure and control that flows from a strict chain of command.
2. For many years, considered the only effective way of organizing and is still a basic element of the vast majority of organizations.
3. Leaders are typically coordinators and organizers who keep a close eye on what is happening.
Market –
1. Seeks control by looking outward with particular notice of the transactions cost.
2. Not focused solely on marketing but views transactions as exchanges of value.
3. Leaders are often hard-driving competitors to who seek to always deliver the goods. Clan -
1. Less of a focus on structure and control and a greater concern for flexibility.
2. People are driven through a shared goal and outcome.
3. Leaders act in a facilitative and supportive way.
Adhocracy –
1. Greater independence and flexibility than the Clan which is necessary in a rapidly changing environment.
2. The adhocracy rapidly forms teams to face new challenges.
3. Leaders are innovative entrepreneurs who take calculated risks to make significant gains. Slide 3 – Comparison of current cultures of both the Utah Symphony and Utah Opera utilizing the Competing Values Framework:
Utah Opera – Market – Currently, the Utah Opera would be classified as a ‘market’ culture. The flexible business model allows for the size of the organization to be adjusted or projects eliminated in the event specified fundraising goals are not met. The Opera is externally focused where revenue generation is priority. Transactions are viewed as exchanges of value. This has allowed the Opera to accumulate a reserve fund and become financially stable. Its’ leader, Anne Ewers is hard-driving and ultra-competitve.
Utah Symphony – Currently, the culture at the Utah Symphony would be classified as ‘clan’. The organization is more like a family. Most likely this culture was instilled by its’ founder Maurice Abravenal who was a fierce defender of the musicians, resulting in loyalty and mutual trust becoming a driving force in the organization. The business model isn’t flexible. It is less structured and inwardly focused on what’s best for its’ employees but not necessarily best for the bottom line. The leadership is currently weakened due to the loss of its’ CEO. The final say of whether or not to go ahead with the merger was given to Keith Lockhart, the current Orchestra Leader. Slide 4 - In terms of distribution of authority, the structure of the Utah Symphony is divided between administrative personnel and artistic/creative personnel. Each division has a head that report to the Chairman of the Board. Currently, the position of CEO (over administrative personnel) is vacant and they have been unable to find a new one. Its’ leaders operate more like mentors and nurturers. The musicians appear to have a lot of power in decision making within the Symphony. As a result, there is a contract guaranteeing payment of their salaries regardless of the Symphony’s profitability. Decisions appears to be based more on ‘feeling’. The Utah Opera’s organizational structure is more business like. This allows for all of the Opera’s dealings and transactions to be viewed in terms of value. Decision making within the Opera is made by the principles with pro-active focus on results and revenues. Ultimately, Anne Ewers appears to have final say. Decisions are based on what is financially beneficial to the organization. Slide 5 – Intro of Critical Key Factors Slide 6 – Critical key factors in the new organizations culture that support first-year strategic goals:
• Utilizing the balanced scorecard to integrate the business processes of the two companies will be critical to reducing the administration expenses of the merged organization. Reduction of overall expenses as a percentage of profit will be important until revenues can be increased.
• The newly formed organization needs to ensure retention of key employees. The proposed structure eliminates the need to fill the Symphony CEO position. Of critical importance is the Symphony’s current musician’s contract. This should be renegotiated so it is a ‘win-win’ for all parties and not just the organizations’ artists.
• The newly formed organization needs to create a marketing campaign in an attempt to mitigate any potential audience alienation as a result of the merger. An increase in ticket sales and potentially endowments to the organization will be paramount in increasing profitability.
• Synergistic opportunities between the two companies would be utilization of the symphony artists as the musical support of Opera performances. Additionally, incorporating Opera vocal talent into a number within a Symphony performance should be considered. Slide 7 – Strategy introduction Slide 8 –A proposed audience strategy for Anne Ewers to use when preparing to speak with the opera contractors and orchestra employees should be to thoroughly ‘research her audience’:
• Why is this important to them?
• Communicate the financial benefit of the merger
• Illustrate how merger will affect them both personally and professionally
• Assure all they will still have a voice

Slide 9 – Anne Ewers message to the opera contractors and orchestra employees should be to ‘understand your goals’:
• Ultimate goal of message is employee retention
• ‘State of the State’ – outline current economic hardships currently facing arts’ organizations nationally
• Greater job stability due to an increased financial stability
• Improved ability to attract world-renowned artists
• Improved ability to produce first class productions
• Improved chance to achieve tier-one status

Slide 10 – Intro of Utilization of Technological Tools Slide 11 - Two technology tools that can be used after the merger to help the companies merge their administrative technology applications: Business Blog –
1) Inexpensive to create and maintain
2) Allows for quick access to news surrounding the organization
3) Allows for insight into the customer’s wants
4) Provides an avenue to increase ‘brand awareness’ Integrated Website –
1) Generate excitement around creation of merged organization
2) Highlight upcoming performances
3) Artist spotlight
4) Allow for purchase of tickets to performances Slide 12 – Mapping the tools Slide 13 – Works Cited Page