Utah Symphony and Utah Opera- A merger proposal Course instructor: Course: Name: Utah Symphony and Utah Opera- A merger proposal A Before the merger, Utah Symphony managed numerous budgetary issues. A significant budgetary shortcoming with the symphony is its powerlessness to arrange the compensations of the workers. The greater part of the symphony's representatives are under contact that abandons them with the money related load of needing to pay rates paying little heed to the ticket deals
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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 merger will be viable or not. The analysis will contain motivational theories necessary in the merger process along with a discussion of different power types, and ways to deal with these
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Financial Strengths and Weaknesses of the Utah Symphony Before the Merger The financial state of the Utah Opera before the merger was grim. It was understood by the symphony’s chairman of the board, Scott Parker, that the situation was getting worse. This was aggravated by the downturn of the economy and the event of 9/11. However, even before the economic downturn and 9/11, the symphony was very close to a deficit situation (Delong & Ager, 2005). Scott Parker assumed the chairmanship to
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A1. Before the merger, Utah Symphony had financial and leadership strengths and weaknesses. Financial strengths Symphony was the $8.8 million average endowments. A national trend led to the increases in ticket prices to yield higher revenues. The season prior to the merger, the symphony brought in considerable amount of revenue from events. The symphony brings in enough revenue to provide for full time positions for musicians through yearly contracts and salaries. The symphony is owned by the
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2 Jessica Emmons JFT2 Organizational Management Task 1 July 30, 2014 1. Bill Bailey – chairman of the board of the Utah Opera Organization a. Adam’s Equity Theory of Motivation Adam’s Equity Theory of Motivation is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. The organizational justice theory is an expansion of the equity theory that works to explain employees’ attitudes and behaviors and reflects
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slightly increased but this did not stop the stagnation in the arts organizations. Utah Opera was formed in 1976 by the renowned European operatic talent Glade Peterson who served as a General Director until his death in 1990. The following year Anne Ewers was named General Director. Under her direction, the opera continued to 1 Case study written by Professor Thomas J. DeLong and Ph.D. Candidate David L. Ager, Harvard Business School, No. 9-404-116, Boston, MA, 2004. 1 grow, increasing
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Utah Symphony and Utah Opera- A merger proposal Course instructor: Course: Name: Utah Symphony and Utah Opera- A merger proposal A Before the merger, Utah Symphony managed numerous budgetary issues. A significant budgetary shortcoming with the symphony is its powerlessness to arrange the compensations of the workers. The greater part of the symphony's representatives are under contact that abandons them with the money related load of needing to pay rates paying little heed to the ticket deals
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Utah Symphony and Utah Opera Utah Symphony and Utah Opera: A Merger Proposal Michael Zimmermann Western Governors University Organizational Management Utah Symphony and Utah Opera: A Merger Proposal 1. Theory of motivation to oppose or support the merger Motivation is a psychological response that leads one to act and includes the direction for the goal. The theory that would best allow Mr. Bailey to oppose this merger is the process theory. The process theory identifies specific
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Subject: Organizational Management, Task2 A. Develop an action plan: 1. Analyze the financial and leadership strengths and weaknesses of the Utah Symphony before the merger. Utah Symphony had a great deal of financial talent, but has been unable to find a strong source for future success. The potential merger builds on these strengths and weaknesses by creating a better future for both companies. Strength points: Symphony became one of the first orchestras from the western united stated
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Leadership weaknesses of the symphony would entail the vacant CEO position and the changing of the chairman of the board during the merge. A1a) Key steps Anne should address financial weaknesses of the symphony by implementing higher fund raising goals and by meeting with the musicians to renegotiate contract for compensation to lower expenses. Anne should address the leadership weaknesses of the symphony by empowering Keith Lockhart to have additional decision making authority over the symphony.
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